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| − | == Abstract ==
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| − | Nowadays, the schedule and budget are the fundamental consideration for project management. Nevertheless, plenty of projects still fail to meet these targets, especially on money and time. The reasons for failure have often been blamed on poor project definition, incomplete information, poor productivity, inadequate communications, uncertainties around labor and material costs, and the failure to use timely and appropriate project management practices and controls[1]. The solution to these problems from the root is to manage these project actions.
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| − | This article is mainly about the action elements in project management and introduces how action elements influence management of project to help project manager improve from detailed action management by action elements controlling. Being focus on the actions and interventions enable the monitoring and smoothing of group process, improve cooperation and communication, as well as maintain the health of group dynamics[2]
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| − | Action is the process to accomplish a discrete task, usually by a single individual or a small team or group. In order to make action be done successfully, it is significant to know what the action elements are. Action elements decide the action, fast or slow, organized or mess, high quality or low quality. In different models and situations, the required elements and the requirement for different elements also vary. Based on these elements analysis, actions in project could be controlled better to improve the management of whole project.
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| − | == Big idea ==
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| − | detail action elements
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| − | == Application ==
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| − | == Limitations ==
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| − | == Reference ==
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| − | [1]Uppal, K. B. (2008). Project management, cost engineering, project definition, action plans or what? Aace International Transactions, PM.01 (11 pp.), PM.01 (11 pp.).
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| − | [2] Rui Cao, Kong Bieng Chuah, Yiu Chung Chau, Kar Fai Kwong, Mo Yin Law, (2012) "The role of facilitators in project action learning implementation", The Learning Organization, Vol. 19 Issue: 5, pp.414-427, https:// doi.org/10.1108/09696471211239712
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